The document summarizes chapter 1 of the textbook "Project Management: A Managerial Approach 4/e". It discusses the key forces driving the emergence of project management as a field, including expanding human knowledge, demand for complex products/services, and global competition. Project management aims to deliver projects on time, on budget, and according to specifications. Projects typically follow a lifecycle from a slow start to peak activity and completion. The textbook is structured around the three main phases of a project lifecycle: initiation, implementation, and termination.

1. Project Management:
A Managerial Approach 4/e
By Jack R. Meredith and Samuel J. Mantel, Jr.
Published by John Wiley & Sons, Inc.
Presentation prepared by RTBM WebGroup

2. Project Management
A Managerial Approach
Chapter 1
Projects in Contemporary
Organizations

3. Projects in Contemporary
Organizations
Project Management has emerged
because the characteristics of our turn-of-
the-century society demands the
development of new methods of
management
Many forces have fostered the emergence
and expansion of Project Management
Chapter 1-1

4. Forces Of Project
Management
3 Paramount Forces driving Project
Management:
1. The exponential expansion of human knowledge
2. The growing demand for a broad range of complex,
sophisticated, customized goods and services
3. The evolution of worldwide competitive markets for the
production and consumption of goods and services
All 3 forces combine to mandate the use of
teams to solve problems that used to be
solvable by individuals
Chapter 1-2

5. Objectives of a Project
3 Project Objectives:
Performance
Time
Cost
Expectations of clients are not an
additional target, but an inherent part of
the project specifications
Chapter 1-3

6. Objectives of a Project
3 Project Objectives:
Chapter 1-4

7. The Professionalism of
Project Management
 Complexity of problems facing the project manager
 Growth in number of project oriented organizations
The Project Management Institute (PMI) was established in
1969
By 1990 it had 7,500 members
5 years later, over 17,000 members
And by 1998, it had exploded to over 44,000 members
 This exponential growth is indicative of the rapid growth
in the use of projects
 Also reflects the importance of PMI as a force in the
development of project management as a profession
Chapter 1-5

8. Project Management
Institute
Chapter 1-6

9. Recent Changes in
Managing Organizations
 The process of managing organizations has been
impacted by three revolutionary changes
1. Accelerating replacement of traditional,
hierarchical management by participatory
management
2. Currently witnessing the adoption of the “systems
approach” (sometimes called “systems engineering”)
3. Organizations establishing projects as the
preferred way to accomplish the many specific
changes that must be made when the organization
attempts to alter its strategy
Chapter 1-7

10. The Definition of a
“Project”
Must make a distinction between terms:
Program - an exceptionally large, long-range
objective that is broken down into a set of projects
Task - set of activities comprising a project
Work Packages - division of tasks
Work Units - division of work packages
In the broadest sense, a project is a specific,
finite task to be accomplished
Chapter 1-8

11. Characteristics of a
Project
Have a purpose
Have a life cycle
Interdependencies
Uniqueness
Conflict
Chapter 1-9

12. Why Project Management?
Companies have experienced:
Better control
Better customer relations
Shorter development times
Lower costs
Higher quality and reliability
Higher profit margins
Sharper orientation toward results
Better interdepartmental coordination
Higher worker morale
Chapter 1-10

13. Why Project Management?
Companies have also experienced some
negatives:
Greater organizational complexity
Increased likelihood of organizational policy
violations
Higher costs
More management difficulties
Low personnel utilization
Chapter 1-11

14. The Project Life Cycle
Stages of a Conventional Project:
Slow beginning
Buildup of size
Peak
Begin a decline
Termination
Chapter 1-12

15. The Project Life Cycle
Chapter 1-13

16. The Project Life Cycle
 Time distribution of project effort is characterized by
slow-rapid-slow
Chapter 1-14

17. The Project Life Cycle
Other projects also exist which do not
follow the conventional project life cycle
These projects are comprised of subunits
that have little use as a stand alone unit,
yet become useful when put together
Chapter 1-15

18. The Project Life Cycle
 Unlike the more conventional life cycle, continued inputs of effort at
the end of the project produce significant gains in returns
Chapter 1-16

19. The Project Life Cycle
It is essential for the Project Manager to
understand the characteristics of the life
cycle curve for his project
The distinction between the two life cycles
plays a critical role in the development of
budgets and schedules for the project
Chapter 1-17

20. The Project Life Cycle
Risk during project life cycle
With most projects there is some uncertainty
about the ability to meet project goals
Uncertainty of outcome is greatest at the
start of a project
Uncertainty decreases as the project moves
toward completion
Chapter 1-18

21. Risk During Project Life
Cycle
 Uncertainty decreases as the project moves toward
completion
Chapter 1-19

22. Textbook Structure
Structure of the text follows the life cycle
of projects
Text divided into 3 main sections:
Part I - Project Initiation
Part II - Project Implementation
Part III - Project Termination
Chapter 1-20

23. Summary
The Project Management Institute (PMI) was
founded in 1969 to foster the growth and
professionalism of project management
Project management is now being recognized as
a valuable “career path” in many organizations,
as well as a way to gain valuable experience
within the organization
Chapter 1-21

24. Summary
The three primary forces behind project
management are:
1. The growing demand for complex,
customized goods and services
2. The exponential expansion of human
knowledge
3. The global production-consumption
environment
Chapter 1-22

25. Summary
The three prime objectives of project
management are:
1. To meet specified performance
2. To do it within specified costs
3. Complete on schedule
Terminology follows in this order:
program, project, task, work package,
work unit
Chapter 1-23

26. Summary
Projects are characterized by a singleness
of purpose, a definite life cycle, complex
interdependencies, some or all unique
elements, and an environment of conflict
Project management, though not
problem-free, is the best way to
accomplish certain goals
Chapter 1-24

27. Summary
Projects often start slow, build up speed
while using considerable resources, and
then slow down as completion nears
This text is organized along the project
life cycle concept:
Project Initiation (Chapters 2-6)
Project Implementation (Chapters 7-11)
Project Termination (Chapters 12-13)
Chapter 1-25

28. Projects in Contemporary
Organizations
Questions?
Chapter 1-26

29. Projects in Contemporary
Organizations
Picture Files

30. Projects in Contemporary
Organizations
Figure 1-1

31. Projects in Contemporary
Organizations
Figure 1-2

32. Projects in Contemporary
Organizations
Figure 1-3

33. Projects in Contemporary
Organizations
Figure 1-4

34. Projects in Contemporary
Organizations
Figure 1-5

35. Projects in Contemporary
Organizations
Figure 1-6

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